The company should keep accountability for elements of the enterprise architecture in one group (P04, ME4).

The company should analyze and measure the effects of enterprise architecture on the business (ME1, ME2, ME3).

The EA department should keep it simple.

The company should use one tool to rule all elements of the architecture.

The company should invest in EA leaders.

I have added some weird comments to the list (P01, P03…), the reason is that the 10 points made me think about the Cobit framework and how these ideas are implemented by Cobit. Each one of these marks are related to the framework.

Ok you could not avoid to read the summary and avoided the article, read it, the source of data is very good.

Business insider reminds us these useful rules that appear in the book behind the cloud; these are the 11 sales rules from David Rudnitsky:

“Think BIG, Have Attitude”: Think big (dollars and scope), not just the immediate opportunity in front of you. Behave as if your company is big, even if it’s not. Salesforce’s average customer had 12 users when Rudnitsky started out.

“No deal is won or lost alone”: Bring in the entire team to work on new deals, and brainstorm about how to do a better job. “I’m less impressed with someone who closes a $2 million deal alone than I am with someone who brought all of us in and still closed the same $2 million deal”.

“Connect the dots”: Never cold-call — always call with a plan. Constantly reach out to contacts and find connections before engaging with a prospect.

“Focus on ‘why not'”: Instead of thinking about why a deal will close, focus on why it might not. “Anticipating the ‘why nots’ gives you a significant advantage over [competitors]”.

“Always take the deal off the table”: Make sure every deal is closed if it’s ready to close. Don’t waste any time, leaving a chance for the deal stalling and potentially getting away.

“Get your face in the place”: Meet your customers in person. You won’t be able to learn anything about them by just talking on the phone. It also strengthens the customers’ confidence in you.

“Fun facts build instant credibility”: Try to learn everything about your customer and collect ‘fun facts’ that could be used to build your credibility.

“Be proactive on all paperwork”: Make sure all paperwork is in place. Otherwise, it will “come back to bite you.”

“Always get quid pro quo in negotiations”: Don’t be afraid to ask for more and say no when needed. For example, make sure you’re allowed to announce the deal in the press because it gives huge publicity that could lead to other opportunities.

“Share best practices”: Share great emails or proposals with the rest of the team and try to learn from them. And use them in other deals too.

“Go after game changers”: Look for deals that can take the company to the next level. “These deals are revolutionary in a company’s evolution. Winning huge customers, such as Dell and Japan Post, was game changing for our company”.

Cranfield University did a research related to behavioral attributes of the leaders when working on programs. The summary table of this research is added to the Managing Successful Programs book.

Attitude and aptitudes of leaders are summarized in a scale from 1 to 4, where 4 represents more awareness and capacity to lead the complexity of the programs. The research is focused on programs, but it’s perfectly applicable on other areas.

We all never know enough about security, so spending a little time looking over this website is always good. It’s common to listen a lot of news about security alerts in the form of newly found vulnerabilities.

DataLossDB has been around for a long time as the data they hold testifies, it is a record of data breaches and losses across the world although being US based the data tends to be biased for that geography. Its primary sources of data are the US government agencies with a responsibility for protecting data and being notified of breaches and the Security industry and wider general press across the world. Using these sources of information they recorded 126 cases of data being lost for the month of October alone.

The preference about the format, and the content of the CV is something that depends on the person reading it. Each recruiter has its preferences. Recruiters receive tonnes of CVs and they discard them quickly. This becomes more complex when you learn that some recruiters do not like CVs.

A realistic scenario could be:

Received CVs = 120.

Required CVs to make call = 7- 5.

Final list to be sent to business unit requester = 3.

So, what is the right way to capt their attention?

One way is to study their profile on LinkedIn.

In the same way than the single more important talent in selling is to understand the buying process; at the moment of finding a job, the more important talent is to understand the recruitment process.